The aim of this article is to emphasize the importance of quality improvement in tourism. To this end, literature re lated to the changing scenario of the tourism industry, the ever-increasing expectations from tourists, and the tools for measuring perceived service quality is reviewed. The value of the tourism industry is revisited, and the SERVQUAL model is used as a framework for defining the real meaning of customer satisfaction in tourism. Gap analysis is used to illustrate how tourism-related organizations can improve their service quality. Finally, this article concludes that serv ice quality is a necessary and winning strategy in the tourism industry for the new millennium.
States that Japanese factories and service organizations are well known for their cleanliness and orderliness. Suggests that this results from their ability to instil a sense of responsibility and discipline into their workers, particularly at plant level. Describes the Japanese 5-S practice, the logic behind which is that organization, neatness, cleanliness, standardization and discipline at the workplace are basic requirements for producing high-quality products and services, with little or no waste, while maintaining high levels of productivity. Aims to promote the 5-S technique and explore the reasons why it has been widely used in Japan as the first step towards TQM in both the manufacturing and services industries. The implementation of the 5-S will also be discussed with the use of two case examples.
Workplaces in Japan are well‐known for their cleanliness and orderliness. This results from the Japanese emphasis on training and discipline. The logic behind the 5‐S practice is that organization, neatness, cleanliness, standardization and discipline at the workplace are basic requirements for producing high quality products and services, with little or no waste, while maintaining high levels of productivity. Outlines results of an intensive questionnaire survey on about 3,000 companies in the UK and 200 leading companies in Japan with a response rate of about 12 per cent. Aims to determine whether the Japanese 5‐S practice has a significant contribution to the successful total quality management (TQM) implementation. The main finding from the 205 manufacturing and 106 services firms in the UK as well as 16 leading companies from Japan is that the 5‐S provides an essential total quality environment which is an important base for implementing TQM successfully. Inevitably, TQM training policy should incorporate the 5‐S practice guidelines.
Suggests that, in higher education management in the 1990s, a strategy utilized by increasing numbers of organizations for effective change and sustained competitive advantage is TQM. Aims to determine the advantages of TQM and how TQM can be applied effectively and efficiently in higher education institutions. Develops a higher education TQM excellence (HETQMEX) model based on fundamental concepts of service quality: five‐S, marketing and education quality control, quality control circles, ISO 9000 and total preventive maintenance. Acknowledges the diversity of customers which TQM must satisfy and highlights some of the problems encountered in implementing the model, based on well‐founded research and experience of the authors.
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